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Hiring
Hiring
In general, technology roles tend to be one of the more difficult positions to fill. The pool of candidates tends to run a little smaller, and often there isn’t as much “draw” to working in a school versus a corporate environment. There are many, many great educational technology directors and staff already at schools, and their skills are often superior to those who go into the corporate world - it seems there is just misperception as to the technical landscape of education. But a typical school of 500 students will have needs similar to those of a similarly-sized company, and the position requires a combination of creativity and technical acumen.
Generalists vs. Specialists
Generalists vs. Specialists
The biggest difference between IT at a school and IT at businesses is the generalist vs. specialist mentality. In most corporate environments, technology roles have become highly specialized, to the point where each person has a very narrow skillset, but incredibly deep in one area. At schools however, you need someone who has a good understanding of everything and can dive deep into areas when needed.
Roles
Roles
Most technology staff at schools fall into one of these buckets. Not every school has each role, and in certain situations there may be additional roles dedicated to specific systems like an SIS.
Information Technology Director
Information Technology Director
The IT Director’s primary responsibility is to set the technology strategy for the school and execute it. This person oversees everything that involves technology - from computers and networks to printers, copiers, and phone systems. The director should be strong technically, as the role is typically fairly hands-on, and in many cases the director is the only member of the IT department. The director needs to focus on what will help each department of the school be successful, and be flexible, attentive, and open. At Cristo Rey schools, that typically means a deeper understanding of the role CWSP plays in the school, and the interconnectedness of each department.
The IT director needs to be involved in any decision that involves technology, and the right person for this role should have good communication and project management skills. The director is ultimately responsible for every “system” at the school and needs to be familiar with all of them. That encompasses not only the purpose and general use of that system, but also vendor management and evaluation. Ultimately, the IT department’s purpose is to support the school in achieving its goals through supporting and enhancing every department.
Technology Support Staff
Technology Support Staff
Depending on the size of the technology footprint of the school, additional support staff is typically important. There isn’t a hard and fast rule of thumb, but when a school has more than 400 devices (computers, etc.) it is likely too large for one person to handle. In some instances, these needs can be filled by outsourcing, either to managed service providers, or handing certain projects off to consultants or contractors.
Educational Technology Coach
Educational Technology Coach
Until the past 10 years or so, this role was fairly rare and was typically handled by members of the IT staff. Educational technology staff are typically not focused on systems, support, or the overall IT picture at the school. This role is primarily tasked with supporting teachers in being more effective in the classroom, by using technology as a support. In recent years, some schools have expanded this role to include helping students utilize technology resources as well. Typically the educational technology coach will be more strongly aligned with academics and may report to the principal. One common structure is to have a teacher who may teach one to two classes, and then serves as an educational tech coach as well.
In-House Staff vs. Outsourcing / MSPs
In-House Staff vs. Outsourcing / MSPs
Schools can be successful with either approach, but in most cases in-house IT staff are a better option. While there are many good outsourcing options (managed service providers or MSPs), they typically don’t have the strategic vision needed to guide the school. In addition, their general interest is not the school but rather the MSP. As such, you may find yourself being guided towards technologies that aren’t ideal for schools, or paying for things you might not need. Without in-house expertise, it can be difficult to know what the right answers are. Most MSPs are not knowledgeable enough as to the specific vendors and needs of education, and treat the school more like a small business than a school.
Not all MSPs are bad, and there are good reasons to use them as part or all of the IT strategy for the school. Depending on the school’s needs, contractors can be a good addition in certain areas such as network management or end-user support.
Reporting Structure
Reporting Structure
Most schools have one of three structures in place. The IT department reports to either:
The President
The Principal
Finance / Operations
Each reporting structure has its merits, but the cross-cutting nature of Information Technology lends itself well to reporting to the president. This structure is the most prevalent at Jesuit schools, since technology is considered such a pillar of the school’s functions across all departments. If the Finance / Operations arm of the school is strong, that may also be a good reporting structure. In many private schools, the Principal manages most departments, and so it’s natural for technology to fall under that department. Because Cristo Rey schools have such large operations beyond academics, it makes sense to consider an alternate structure.
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